Title: Continuous Improvement
1Sharpening the Focus
- Continuous Improvement
- District 41
2Sometimes our work is difficult. It is like
trying to build a plane when it is in flight.
3Brazosport School District
- Freeport, TX 14K students
- Econ Disadv. 36.4
- White 56.8
- Afro-American 9.1
- Hispanic 32.7
4Brazosport ISD Starting Points
White
82
All Students
70
African American
64
Hispanic
60
57
Economically Disadvantaged
5Math Test Scores- Brazosport ISD
6Reading Test Scores - Brazosport ISD
98
96.6
93.9
White
93.8
92.3
82
Hispanic
All Students
African American
70
64
60
Economically Disadvantaged
50
7Writing Test Scores - Brazosport ISD
98
96.7
White
95.6
All Students
94.1
93.2
Hispanic
80
Economically Disadvantaged
70
African American
60
59
57
9192
9293
9394
9495
9596
9697
9798
9899
9900
8Aldine School District50,000 students
- 69 Eco. Disadvantaged
- 49 Hispanic
- 35 African American
- 29 Mobility rate
- 20 Ltd. English Proficiency
- 12 White Special Ed
- Basic belief No excuses
9Math - Aldine ISD
93.5
White
90.9
89.1
Hispanic
88.1
84. 4
All Students
56.2
African American
55.0
49.4
Economically Disadvantaged
47.2
42.2
9394
9495
9596
9697
9798
9899
9900
10Pearl River School District Pearl River, New
York
- 1989 We must get better.
- 2001 Malcolm Baldrige National Quality Award
Recipient
11Lessons Learned from Pearl River
- Start with validating the mission and goals every
year. - PDSA becomes the only model.
- Report results often to staff.
- If you dont have comparative data, they dont
exist. - If you cant map a process, chances are that you
arent doing it in a systemic, systematic way.
12What The Successes Have in Common
- A total systems framework
- Aligned processes
- Data-driven decisions
- Strong leadership
- A customer focus
13What The Successes Have in Common
- Assessment Plang process
- Supportive School Board
- Driven to classroom level
- High teacher involvement
- Business involvement
14What The Successes Have in Common
- A belief system We can teach
- all students.
- A focus on quality as the prime
- driver of change
15Knowledge and demonstrated best practices do
not automatically diffuse.
16Crossing the Chasm Geoffrey Moore
Innovators
Early Majority
Laggards
Early Adopters
Late Majority
17Just as we differentiate instruction for
students, we must differentiate our approach with
our staff members. They are not all the same.
18Lessons Learned from Jim Shipley
- Identify the 2 or 3 things you have to get right
this year to be successful. - It is as important to know what to stop doing as
it is to know what to start doing. - You cant make it easy in the system, but you can
make it clear. - The BIG arrow is a BIG DEAL.
19Aligned Acts of Improvement
School
Improvement
Plan
Programs and processes
GOALS
20Student Performance Data
Technology
Lincoln/Quality Feedback
Environmental Scanning
Collecting and Prioritizing Data
Demographic/ Enrollment Trends
Audit Results
Student/Stakeholder Surveys
Illinois Learning Standards
ISAT and National Assessment Data
Faculty and Staff Performance Data
21Litmus Test for a learning system versus a
teacher system
- Do the kids really have to be there for the
teacher to continue what he or she is doing?
22Lincoln Foundation Recommendations for RISD 41
- Establish timelines for short- and long-term
goals. - Recognize staff members who exceed District
expectations for students. - Segment data by student groups normalized to
comparable student populations. - Systematically evaluate the effectiveness of
education and training with regard to employee
performance.
23Lincoln Foundation Recommendationsfor RISD 41
- Deploy the vision and core values of the
organization to all employees.
24Aligning Sharpening Our Focus
25How Committed Are We?
- In order to deploy our vision throughout the
organization, how committed do we (as leaders)
need to be? - How committed are we to the direction we are
heading- - Excellence Every Day
- Core Values
- Lincoln-Baldrige
- PDSA- Continuous Improvement Processes Tools
- The 4 District Goals
26Question?
- How do we ensure that the goals, vision, mission,
core values and overall direction of RISD41 are
effectively communicated throughout the
organization?
27How Do We Get All Stakeholders
- To carry out our vision Excellence Every Day
- To practice daily our core values
- Achievement at high levels, by all students
- Continuous Improvement through quality
processes tools and the Lincoln-Baldrige
criteria - Seeking and understanding Customer Satisfaction
- Data driven decisions through Plan, Do, Study,
Act - Empowerment with responsibility
- To work towards accomplishing our District goals